So, in my opinion, this is the absolute best time to ever have been an open source software maintainer. Not only do we get this wealth of glorious pull requests made by agents with all the boxes ticked, we also get to tap into a creativity of people who did not have access to contribute to a project before.
everybody on your team who is making architectural decisions, those people must know performance and they must make decisions that will allow the other people downstream of them to use an architecture which can be optimized later. If you don't do that, you're just rolling the dice.
One of the things I found most exciting in the last couple of years was seeing as model qualities gotten better and and harnesses and tools have gotten better, how many people um that were directors or VPs or SVPs or any of these levels were actually rolling up their sleeves and trying things out.
and trying to fold two boxes together isn't useful data that will teach the model how to get better at the task. And so that would be kind of wasting a lot of time on the robot attempting to go down the wrong path for solving the problem. And so instead of spending a lot of time trying to do that task, what we'll do is we'll actually have a human intervene and show the robot what to do and how to recover from that situation.
His sketches are often little more than scribbled boxes, circles, and arrows, but many will make you smile, some will make you laugh, and all will make you think.
Then you had code review which gave you another level of feedback. You could roll out internally more frequently. And everybody was using Facebook for all kinds of stuff, personal and internal business stuff. So whatever feature you developed, people would start using it immediately. So you get another round of feedback. Then we had this phased roll out process where you'd start rolling your stuff out. If there was a problem, the blast radius would be limited to a a few million people.
In truth, rather rapid electrification projects, without decade-by-decade continuity, exist outside the UK and are often quite reasonable in their costs, as in Denmark, Israel, and especially India.
You should not try to create a ladder that functions as a pure checklist or scorecard that guarantees promotion if people check enough boxes; promotions are as much about the needs of the organization as the skills of the employees.
Yet actually they’re a comparatively small proportion of the army. So no more than 14 to 15% of any army, Allied army, is infantry. 45% are service corps, service troops, driving trucks and cooks and bottle washers and people lugging great big boxes of stuff.
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